The document discusses the future possibilities of human resource development (HRD) in Malaysia's electronics sector. It summarizes the current state of HRD in Malaysian manufacturing firms, trends in US training budgets and programs due to economic downturn, and future possibilities for HRD including training delivery methods, organization development, and career development. It advocates expanding HRD departments' roles, developing learning cultures, and the Malaysian government supporting HRD through organizations like PSMB.
Dell Inc one of the largest electronic gadget manufacture renowned for its quality and after market services, Dell is also renowned for its robust training and development model enforcing the employees growth both physiologically and psychologically
Dell Inc one of the largest electronic gadget manufacture renowned for its quality and after market services, Dell is also renowned for its robust training and development model enforcing the employees growth both physiologically and psychologically
This paper was set to examine training and development in the banking sector and reaffirm the investment in training and development. In line with the assertion made by the literature and the evidences gathered in the process of the study, the following recommendations were made: It is an established fact that no serious minded organization like banks can be staffed by people with expertise and potentials in the various disciplines needed for its total functioning simply by recruitment and selection, itās the systematic training and development of personnel on continuous basis that can harness the totality of human resources in the organization, banks should ensure that any training and development which takes place is based on proper analysis of its contribution to the effectiveness and efficiency of banking industry. The data collected from different sources was cross checked. Different statistical tools and techniques were used like mean, mode, median, averages, t-test and chi-square. The paper concluded that investment in the area of training and development in the human resources will bear the fruits much fold for the banking industry of the two countries. For the Indian banks have established their training institutes for the purpose of training its staff which was lacking with their counterparts. Each employer who invests seriously in the area of Training and Development will reap the benefits of an enriched working environment with higher levels of staff retention as well as increased productivity and performance. In the modern computer era training has gained the reputation of dynamic concept which needs to be understood in that perspective most of the modern banks which do not respond to the dynamic change that are seen in changed environment may fail to respond to the needs of customers. Training is one of most important and effective means of bringing about change in banking sector. Hence, the study is carried with the aim of studying training implementation in these selected banks.
7 Top Corporate Trends for Learning & Development in 2014EpiphanyEdu
Ā
Change is the only constant of the 21st century. With fast-growing technologies, work has evolved so much in the last 20 years. Employees and workers are expected to keep up to date and be constantly trained and retrained to keep up with the business expectations of the company. How has an increasingly globalised workforce and technology shifts affected the way corporations learn? We present to you 7 top trends to look out for in the Learning and Development Sector.
The Effectiveness of Human Resource Management PracticesWaqas Tariq
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An effective human resource management practices namely employee empowerment, training and development, appraisal system compensation are the main factor for the success of a firm on employee retention. In this study, we aim to study how employees regard importance of their empowerment, equity of compensation, job design through training and expectancy toward effective performance management on their retention. Quantitative data was collected using the non probability self administered questionnaire that consist of questions with 5-points Likert scales distributed to our samples of 278 individuals. By using a multiple regression analysis, it is found that a, training and development, appraisal system compensation are significant to employee retention except employee empowerment. Base on the results, training, compensation and appraisal is a fundamental consideration for University of Y lecturersĀ”ĀÆ retention decision; while empowerment is less fundamental to lecturersĀ”ĀÆ consideration as this can be attributed to the Asian culture characteristic of higher authority conformity.
Training and Development Practices and Employeesā Performance in Selected Man...Dr. Amarjeet Singh
Ā
Managing workforce diversity in manufacturing organisations has been a problem all over the world including Nigeria. Manufacturing organisations in Nigeria continue to experience occasional drop in performance due to employeesā apathy and non-challant attitudes as a result of high level of dissatisfaction caused by inadequate attention to training and development practices. This study assessed the relationships between training and development practices and employeesā performance in selected manufacturing companies in Nigeria. A cross sectional survey research design was employed, and out of the 1,568 copies of questionnaire that were administered proportionally in the selected manufacturing companies, 1,153 copies were retrieved and found useful. Data were analysed using descriptive statistics and the hypotheses were tested using Analysis of Variance (ANOVA). The results of the findings show f-statistics of 223.717 and so, there is a significant relationship between training and development practices and employeesā performance among Nigerians working in the selected manufacturing companies. Also, f-statistics of 244.391 shows a significant relationship between training and development practices and employeesā performance among other nationals in the selected MNCs. The study concluded that there are significant relationships between training and development practices and employeesā performance in selected manufacturing MNCs in Nigeria.
Training and Development in WIPRo
Wipro have an in-house training department that handles continuous training of employees.
Those with less than one year of experience are taken through a well-structured induction/training program. This will cover all aspects of software development skills that are required.
To meet the ever-changing requirements in training, wipro have rolled out their e-learning initiatives, which is available to all employees. Their "Virtual Campus" runs with the objective of building a vast learning community on the Net. The facility of "Training on demand" enables the individual to be in complete charge of his own learning experience.
This paper was set to examine training and development in the banking sector and reaffirm the investment in training and development. In line with the assertion made by the literature and the evidences gathered in the process of the study, the following recommendations were made: It is an established fact that no serious minded organization like banks can be staffed by people with expertise and potentials in the various disciplines needed for its total functioning simply by recruitment and selection, itās the systematic training and development of personnel on continuous basis that can harness the totality of human resources in the organization, banks should ensure that any training and development which takes place is based on proper analysis of its contribution to the effectiveness and efficiency of banking industry. The data collected from different sources was cross checked. Different statistical tools and techniques were used like mean, mode, median, averages, t-test and chi-square. The paper concluded that investment in the area of training and development in the human resources will bear the fruits much fold for the banking industry of the two countries. For the Indian banks have established their training institutes for the purpose of training its staff which was lacking with their counterparts. Each employer who invests seriously in the area of Training and Development will reap the benefits of an enriched working environment with higher levels of staff retention as well as increased productivity and performance. In the modern computer era training has gained the reputation of dynamic concept which needs to be understood in that perspective most of the modern banks which do not respond to the dynamic change that are seen in changed environment may fail to respond to the needs of customers. Training is one of most important and effective means of bringing about change in banking sector. Hence, the study is carried with the aim of studying training implementation in these selected banks.
7 Top Corporate Trends for Learning & Development in 2014EpiphanyEdu
Ā
Change is the only constant of the 21st century. With fast-growing technologies, work has evolved so much in the last 20 years. Employees and workers are expected to keep up to date and be constantly trained and retrained to keep up with the business expectations of the company. How has an increasingly globalised workforce and technology shifts affected the way corporations learn? We present to you 7 top trends to look out for in the Learning and Development Sector.
The Effectiveness of Human Resource Management PracticesWaqas Tariq
Ā
An effective human resource management practices namely employee empowerment, training and development, appraisal system compensation are the main factor for the success of a firm on employee retention. In this study, we aim to study how employees regard importance of their empowerment, equity of compensation, job design through training and expectancy toward effective performance management on their retention. Quantitative data was collected using the non probability self administered questionnaire that consist of questions with 5-points Likert scales distributed to our samples of 278 individuals. By using a multiple regression analysis, it is found that a, training and development, appraisal system compensation are significant to employee retention except employee empowerment. Base on the results, training, compensation and appraisal is a fundamental consideration for University of Y lecturersĀ”ĀÆ retention decision; while empowerment is less fundamental to lecturersĀ”ĀÆ consideration as this can be attributed to the Asian culture characteristic of higher authority conformity.
Training and Development Practices and Employeesā Performance in Selected Man...Dr. Amarjeet Singh
Ā
Managing workforce diversity in manufacturing organisations has been a problem all over the world including Nigeria. Manufacturing organisations in Nigeria continue to experience occasional drop in performance due to employeesā apathy and non-challant attitudes as a result of high level of dissatisfaction caused by inadequate attention to training and development practices. This study assessed the relationships between training and development practices and employeesā performance in selected manufacturing companies in Nigeria. A cross sectional survey research design was employed, and out of the 1,568 copies of questionnaire that were administered proportionally in the selected manufacturing companies, 1,153 copies were retrieved and found useful. Data were analysed using descriptive statistics and the hypotheses were tested using Analysis of Variance (ANOVA). The results of the findings show f-statistics of 223.717 and so, there is a significant relationship between training and development practices and employeesā performance among Nigerians working in the selected manufacturing companies. Also, f-statistics of 244.391 shows a significant relationship between training and development practices and employeesā performance among other nationals in the selected MNCs. The study concluded that there are significant relationships between training and development practices and employeesā performance in selected manufacturing MNCs in Nigeria.
Training and Development in WIPRo
Wipro have an in-house training department that handles continuous training of employees.
Those with less than one year of experience are taken through a well-structured induction/training program. This will cover all aspects of software development skills that are required.
To meet the ever-changing requirements in training, wipro have rolled out their e-learning initiatives, which is available to all employees. Their "Virtual Campus" runs with the objective of building a vast learning community on the Net. The facility of "Training on demand" enables the individual to be in complete charge of his own learning experience.
Learning and development in HR management.pptxMITSDEDistance
Ā
The PGDM Human Resource Management course teaches you how to find the right people for a job, train them well, decide on fair pay and benefits, evaluate their performance, plan how the organization should be structured, prepare for the future by identifying potential leaders, and make sure good employees stick
around.
Human recourse development and performance appraisal in melsta regal finance ltdDanushka Abeyratne
Ā
Managing human resources in todayās dynamic environment is becoming more and more complex as well as important. Recognition of people as a valuable resource in the organization has led to increases trends in employee maintenance, job security, etc. Our research project deals with āHuman Resources development and Performance Appraisal as carried out at Melsta Regal Finance Ltdā. In this report, we have studied & evaluated the human recourse development and performance appraisal process as it is carried out in the company.
In 1997, McKinsey and Company released the War for Talent and awakened a new wave of interest in organizations to attract, develop, retain, and maximize the performance of their talent. Two decades later, the war drums are still beating and the battle continues to rage. With effectiveness in HR and Talent Management mostly unchanged over the past decade, organizations are looking for ways to innovate and disrupt Talent Management practices.
During this session, Zac Upchurch will share research conducted by the Talent Strategy Group. It outlines the surprisingly long journey of Talent Management, the state of Talent Management today, and how Talent Management can innovate to add value to the organization unlike ever before.
This ppt made from the book of UDAI PAREEKH, who in the father of HRD in India. This ppt establishes the HRD Design system for an organization. It is based on several points. which can improve the little concept of workers' mind. There is little diplomacy, in unorganised way.
āMost companies still earn profits per employee at close to the same low levels earned in the 20th century because they have not become very adept at mobilizing the mind power of their workforces.
As a comparison, the average top-30 company increased profits per employee 70 percent
The target should be to improve profits per employee by 30 to 60 percent or more. ā
āThe opportunities to improve the performance of workers just from increased efficiency alone are huge: Surveys show that a majority of workers in thinking-intensive jobs in large companies feel they waste from half a day to two days out of every workweek...
The opportunities to improve the effectiveness of such workers are even larger. The opportunities to mobilize the latent intangible assets (that is, knowledge, skills, relationships and reputations) of a companyās workforce are vast.ā
Is your organization prepared for your leadership readiness gaps? According to Forbes Magazine, (11/17), only 25% of organizations have leaders ready to meet tomorrowās business challenges.
There are 7 strategic decisions HR can make to properly build and deploy an effective leadership development program.
HR has a unique opportunity to engage as an important strategic partner for the business by insisting on a more formalized approach to leadership development. And, there's programs that work and programs that don't!
At the end of this webinar, participants will identify:
- The 7 Strategic Decisions to Walk Through for an Effective Leadership Readiness Program
- How to Build and Make the Case for Leadership Development within your Organization
- How to Design your Approach - including how to select participants and what components will be the best fit for your organizational goals
- Key Methods for Tracking Results and Measuring the ROI
Similar to The Future HR Development in Manufacturing Sector of Penang (20)
Definition of OD
HR as a People Leader
The Scope of HR Development
Structure of HR Development
The Development of OD
OD Models
Roles of OD Practitioners
Skills and Knowledge in OD
Application of OD
Application Experience
Implementation of OD Initiatives
Benefits to HR
Conclusion
Understand the internet history, etiquette and politics
Aware of info management and online search skills
Practice different information searching tools - directories, search engines, mailing lists and newsgroups
Able to evaluate information
Understand the internet communication behaviors
Practice different information searching tools - Newsgroups and mailing list
Business Valuation Principles for EntrepreneursBen Wann
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This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
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Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website ā www.pmday.org
Youtube ā https://www.youtube.com/startuplviv
FB ā https://www.facebook.com/pmdayconference
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
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Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
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Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
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Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.š¤Æ
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11. R&D
Ā Ā Ā Ā Some semiconductor companies, especially MNCs
have undertaken R&D activities in Malaysia , either
in-house, jointly with local universities (UKM, USM,
UTAM and UM) or by outsourcing to local R&D
companies. Among the R&D activities undertaken
are in the areas of:
ā¢ ProcessĀ andĀ materialsĀ technologies;Ā
ā¢ AdvancedĀ flipĀ chipĀ packagingĀ development;Ā
ā¢ RFĀ module;Ā
ā¢ AdvancedĀ testĀ technologiesĀ development;Ā
ā¢ TotalĀ packaging;Ā
ā¢ BoardĀ design;Ā andĀ
ā¢ SimulationĀ capabilities.Ā
Ā Ā Ā Ā (CarsemĀ TechnologyĀ CenterĀ 2007)Source:Ā www.miti.gov.myĀ
12. ICĀ testingĀ andĀ packagingĀ companies
ā¢ Currently, the IC testing and packaging companies in
Malaysia are undertaking more complex packages, to
cater for demand which requires faster, smaller and
high computing power and multi functional chips.
Among the packages are:
ā¢ OrganicĀ landĀ gridĀ arrayĀ packages;Ā
ā¢ (OLGAĀ packages);Ā
ā¢ ASICs;Ā
ā¢ FlipĀ chipsĀ
ā¢ BallĀ gridĀ arrayĀ (BGA)Ā
ā¢ WaferĀ levelĀ forĀ ICĀ integration;Ā
ā¢ SystemĀ onĀ ChipĀ (SoC);Ā
ā¢ SystemĀ inĀ packageĀ (SiP);Ā andĀ
ā¢ MultiplayerĀ packagesĀ (MLP)Ā Source:Ā www.miti.gov.myĀ
19. LSI POV
āOur employeesā training and development is
really important to our top management, our
business and productivity. We believe that in
order to achieve business success, we must
have well trained employees, which would be
difficult without a separate HRD functionā¦ā¦.ā
(HR & Corporate Relations Director; Food, Beverage
& Edible Oils; LSI).
20. 2. HRD Section: 8 years average
ā¢ Most of the HRD sections were first established around
the mid 1990s (HRDF policy)
ā¢ In this study, the majority of the remaining firms (65.9
percent) indicated that their HRD sections had been
established for between 5 and 14 years. In addition, 29.6
percent of the firms had HRD sections that had been
established for less than 5 years.
ā¢ The minimum number of years for which these sections
had been in operation was two years and the maximum
was 20, with an average of 8 years.
21. Lack of HRD Skills
It can be deduced that HRD practice in the
manufacturing firms in Malaysia is still not very
advanced in its development.
HRD practitioners may require specialized
education and training in HRD in order to
carry out structured and systematic HRD, rather
than merely providing
training to employees
22. 3. Labeling: Training Dept
ā¢ Only 18.2 percent of these departments are labeled as
āHRDā departments or units.
ā¢ More than half are called āTrainingā departments (55%)
ā¢ Surprisingly, a few of these organizations label their
ā¢ HRD units āLearning and Developmentā (15.9 percent)
ā¢ A few others are called āEmployee Development and
Placement and Talent Development Unitā (6.8 percent).
The
23. The Role of HRD and labeling
merely about the provision of training rather
than HRD.
āI have been in this field for more than 10 years. I have
seen many changes in the terms, from ātrainingā to āHRDā
and now some fancy namesā¦ā¦āCapital
Development?āā¦However, the basic concept is merely
training. Therefore, whatever term is being used, it will
mean the sameā¦ātraining!ā
(HR & Administration Manager; Concrete & Cement;
LSI).
25. Nine Strategies
Focus on Performance
Solution
Align to Corporate
Objectives
Broadening
Learning Activities
Building Employee
Branding
Invest in Strategic
Learning
Leverage on our
intellectual capital
Partnership with Different
Business Unit
Cultivate Values and
Positive Culture
Speed up
knowledge transfer
26. OD Driven
26
OD Driven Business Sustainable Growth
Model
Process
Development
Organisation Development
Talent
Development
Productivity
Profit
Talent
Culture
Strategy Management
Team Development
Effective Org Structure
Engagement Culture
OD Interventions
Talent Management
Leadership
Development
Bench Strength
Training & Dev
Productivity
Innovation
31. HR + HRD Values :
1. Respect for People
Empathy and understanding
2. Integrity
Say what you do, do what you say
3. Customer-focused
Shows enthusiasm and knowledge of products and services
4. Continuous improvement
Be proactive, keeps up-to-date & promotes continuous
learning
5. Open Communication
Listens & responds constructively
32. 4. Weaker HRD Reporting Structure
ā¢ Almost half of the respondents (45.4%)
indicated that they report to the Human
Resource Director.
ā¢ Reporting to the Chief Executive Officer (CEO)
and the General Manager (GM) is also a
common phenomenon, which represents about
41.0 % of the total respondents.
ā¢ The remaining 13.6 % of the respondents
indicated that they report to the Board of
Directors and the Human Resources Manager.
35. 5. Fewer Training Centers
ā¢ Of the 365 participating firms, 122 reported that they
had training centres: 45.4 percent of these firms
were LSIs, while 24.9 percent were SMIs.
ā¢ in the USA, where specialised HRD departments
have been institutionalised into training centres
and HRD activities are often housed within corporate
universities or have university affiliation
36. Responses
ā¢ Separate of HRD functions
Pay more attention to SMI
ā¢ HRD Department (Only 8 years average)
Improve skills of Training Profession
PSMB sponsors learning events
ā¢ Labeling of Training
Expand the role from Training to HRD
OD work and Career Development
37. Responses
ā¢ Reporting Structure
Report to HR Director, COO or CEO
ā¢ Training Centers (45.4%)
Encourage training structure and
facilitates from grants,
HRDF or tax exemptions
41. Training Budge
ā¢ U.S. Training Groups Cut Budgets
Fell 11 percent over the past year ā from
$1,202 per learner in 2007 to $1,075 in 2008.
ā¢ U.S. Training Groups Cut Staffing
The training staff ratios
SMI: from 7.0 to 4.9 staff for every 1,000
learners.
LSI: from 5.1 to 3.4 staff-per-thousand.
42.
43. Comments
ā¢ Many electronics tied up with US market
ā¢ Expected cut budget and staff
(Penang vs KL)
ā¢ Unwise to cut HRDF levy 1% to 0.5%
Government should subsidized 0.5%
ā¢ Competitive market needs upgrading of
skills
44. Training Hours
ā¢ The average number of formal training
hours dropped from 25 hours per learner
in 2007 to 17.2 hours in 2008
45. Type of Programs (1)
Funding moved away from IT and
leadership development and toward
programs that are mandatory, on meeting
compliance requirements and on
improving skills that are highly specific to a
learnerās job.
46. Type of Programs (2)
Coaching programs have become especially popular
and are now incorporated into 30 percent of all training
programs.
Group and peer-to-peer collaboration are being
facilitated through social networking tools , such as
communities of practice , wikis and blogs . In fact, the
use of communities of practice doubled from 2007 to
2008, making this the fastest-growing segment of the
learning tools market today.
47. Types of Program (3)
ā¢ Combined with self-study and e-learning, the
total amount of online training dropped from
30 % of training hours in 2007 to
24 %in 2008.
ā¢ This is somewhat ironic, since many companies
originally turned to online learning to save
money on their classroom programs. But the
investments in learning technology, content and
internal staffing do add up.
48.
49. Comments
ā¢ Less Soft skills and IT skills training
ā¢ Maintain Mandatory like Technical skills programs
ā¢ E-Learning are not received well yet (How do we
compete?)
ā¢ Formal coaching programs are not common on
Malaysia yet.
ā¢ Collaborative tools such as wikis and blogs are not
common yet (Developed nations)
51. IV Future Possibilities of HRD
Training & Learning
Organization Development
Career Development
52. A. Training and Learning
ā¢ Creative delivery of Training
Nano Training, Mobile Learning
ā¢ Management System
E-Learning
ā¢ Alignment to Department Needs
YB approaches, Vendor support
ā¢ Learning Culture
Benchmarking, Shared Learning (Book, Best
Practice), Internet research, Books and
Magazines
57. Align with Dept Needs
ā¢ Talk to Department heads about their
needs ā YB
ā¢ Eg. HR, Production Control and Customer
services
ā¢ TNA
ā¢ Performance Consulting
63. B. Organization Development
ā¢ Organization Effectiveness
Strategy Planning, Organization Design,
Team Collaboration, Facilitation Change
ā¢ Cultural Development
Values, Leadership Development, Positive
Mindset
ā¢ Work Process Interventions
Lean Manufacturing, TQMās Small Group
Activities
67. Future Managerial Skills
ā¢ What are the skills and competencies
of future Managers in Manufacturing?
Positive Mindset
People Skills
Facilitation Process
Learning and innovative (Informal
Learning)
Business Acumen (MBA)
70. Summary
1. Manufacturing and Semiconductor in
Malaysia
2. Current Status of HRD in Manufacturing
3. Training Trends in US and Malaysia
4. Future Possibilities of HRD
Training, OD and Career Development
5. After Thought:
HRD/Training, PSMB
Editor's Notes
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Creative Commons ā Attribution Share Alike License
David Shapinsky